Creativity in Communications and Public Relations

13 September 2012

#9. Let Someone Else Brainstorm For You

(This post is one in a series outlining my notes from a recent
presentation on creativity
("10 ½ Ways To Unlock Your Creative Streak") to the Worldcom Public Relations Group,
the world's largest partnership of P.R. firms with more than 100 firms around
the globe. The original post with all 11 points is here.)

The Slip-Up

There’s a well-known phrase in creative
circles. The more you know about something,
the less creative you are.
(You might recognize it as a variation of the popular phrase from the Tao
Te
Ching:
The more you know, the less you understand.)

Contradictory to common belief, the more
a person learns, the more likely they are to be constrained by what they
know. Knowledge mixed with ego creates knowledge beyond rebuttal.
They know what they know, so there is no other answer.

Once a person becomes too close to their
knowledge and fixed in their thinking, brainstorming is impossible.
Emotional proximity means no objectivity. Worse, as they’ve depleted
their own creativity, they begin to prevent it in the people around them.

Slip-Up #9 is often difficult for the
person to realize
or
admit. They believe they and their knowledge are indispensable. They think playing devil’s advocate saves time and
energy. They believe their most valuable role is playing the great protector to
their boss, a senior executive or a client. But what kind of asset
prevents new ideas?

The only remedy is a break. For the
worst offenders, it’s a clean break. For everyone else, it’s stepping
aside to let someone else look at the problem. It reminds me of something
my friend Marilyn said. A mother of four extremely active boys, Marilyn
keeps her sanity by hiring a babysitter for one Saturday night every
month. Sometimes
you need to let someone else take care of your kids for you.

Change “kids” to “ideas” and you get my
point.

Some Suggestions

Agree on a creative brief.

Any mother will tell you it’s not
easy leaving behind the kids for the night. You need to leave
instructions for the babysitter. The parallel is writing a creative brief
that is concise, informative and positive. Go over the brief with the
team before you surrender your baby. Make sure everything’s clearly
understood. Once you have agreement, it’s time for you to depart and let
them surprise you with their creativity. Now, that said ...

If you tell people
to "think
outside the box," that goes for you too.

Probably my least favorite creative
phrase, "think outside the box" is used more often as a one-way
challenge than for inspiration. Based on the research of Norman Maier (go
here), it
means to break through one’s assumptions of what’s possible. To use it
effectively, you have to apply the phrase to everyone, including
yourself. It’s pointless to tell your team to dazzle you with their
creativity when you remain closed off from new possibilities or re-thinking
your perspective on an old situation.

Outline the creative criteria.

Just as important as the brief, agree on the criteria that you'll use to select the best ideas. Don’t use the vague standard – I’ll know it
when I see it – because it’s very possible you’ll be in the wrong mindset to be objective. For suggestions on criteria you might use, see my earlier post on Creative
Criteria.

Hire professional help. Get a trained brainstorm facilitator.

More than a traditional meeting facilitator, a brainstorm
facilitator has additional training in creative problem-solving, specifically how to draw
out ideas and concepts by inspiring and engaging people’s imagination. A facilitator can be even more valuable in situations
where the senior person needs to take a step back from the situation because a good
facilitator …

... is unencumbered with politics.
As the cliché goes, they see opportunity in every difficulty, rather
than difficulty in every opportunity.

... brings fresh eyes to the project. They can help others see something new within
the obvious.

... energizes with their vitality, particularly if the senior leader (or the entire team) is worn-down and frustration by the situation, environment or personalities involved.

... is balanced and neutral.
He/she can ensure that not only are all voices are heard, but that each
is given fair merit.

Just like finding the right babysitter, you need to find a
facilitator you can trust. Part of that
trust must be based on the concept that the facilitator – outside of the meeting room
– will challenge your assumptions and opinions. He or she cannot be a cardboard cut-out of yourself. Their role is NOT to mandate your ideas or criticize other's ideas.

Train an internal facilitator.

If this is a regular issue in your organization, train someone internally to take on the role of creative or brainstorm director. It’s a valuable skill for the
right temperament. The key is whether or
not you have the right person in-house already.
Go to an earlier post – The
Ten Necessary Qualities of a Brainstorm Facilitator
– for more detail.

Create a list of “rent-a-nuts.”

Sometimes the problem is your team
is as deflated and jaded as you are. Brainstorms become an exercise in
diminishing returns. It’s time for new thinkers. The most viable
option I’ve tried is a list of local “trouble-makers” who you can call in for
external help. I have a list of 25-30 people who I know can be called up
in a pinch to help brainstorm. On my list are women who’ve gone off on
maternity leave. Free-lance consultants and writers. People who
work in parallel industries. Food stylists and photographers.
Artists in general are excellent too, particularly if you use them to lead
idea/art jams. Use your network on LinkedIn
and Facebook to identify potential personalities locally.

What other tactics have you tried to bring in fresh blood for
brainstorming?